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COACHMANUAL

Coach's Manual 12-19.indd 1-2 12/30/13 9:22 PM

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TABLE OF CONTENTS

THE BASICS

Highlands History & Vision

Dream Team History & Vision

Dream Team Principles

THE STRUCTURE

THE RESPONSIBILITIES

Pastor the People

Develop the Potential

Coach the Serve

THE RESULTS

THE RESOURCES

Coaching Strategies

Qualities of a Great Coach

Monthly Lead Team Meeting Agenda

Planning Center Scheduling

How Energy Leaks from a Team

Discipline of a Team Member

Team Challenges Solved

Healthy Leadership

Contact List

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THE BASICSHIGHLANDS HISTORY & VISION

DREAM TEAM HISTORY & VISION

DREAM TEAM PRINCIPLES


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DREAM TEAM

In 1988 the US placed its best athletes on the hard court but had to settle for Olympic bronze. After these ’88 games the International Basketball Federation leveled the playing field, allowing our NBA (professional) athletes to participate in the historically amateur games. The US Olympic selection committee set out for a coach and quickly chose Chuck Daly. He was coming off back-to-back NBA championships with his Detroit Pistons. He was also savvy with media, hard-working, and experienced in leading brilliant but challenging players. “Chuck looked like he owned the arena, but would also push the broom,” his players said.

Coach Daly and the selection committee recruited team members who were at or near peak in their careers. Michael Jordan, Magic Johnson, Larry Bird, and eight other outstanding athletes accepted the Olympic torch. But from the beginning Daly realized that egos and emotions would be major obstacles. His fears were realized as the athletes met on the practice courts. Chaos erupted. Players show-boated their own spin moves and jockeyed for top position. Olympic gold was distant.

Daly knew that talent alone would not bring victory. Team unity, on and off the court, must champion individual talent. Daly knew the players needed relational, as well as athletic development. He systematically transformed a group of egotistical All-Stars into an unstoppable phenomenon.

The result was epic — not just for basketball or even the Olympics — for world history. The Dream Team dominated every game by an average of forty-four points.1 They gave the world a glimpse of basketball in a supernatural form. They shifted the entire paradigm of team sports.2 Individually these men were incredible but together they were unstoppable. Together they made history.

The Dream Team at Highlands is the same. We are a group of remarkably gifted All-Stars united by the call to serve God and bring His Kingdom to earth as it is in Heaven. We follow an incredible leader, Jesus Christ, and become better players in His Kingdom each day. Yes, individually we are incredible, but together we are unstoppable. Together we make history, purposefully displacing darkness with love’s light and passionately advancing Truth. We are God’s Dream Team!

In the following pages we discuss Dream Team structure and strategies, clarify specific responsibilities and expectations, and offer practical leadership tools. Use this manual to grow as a beloved child of God, an effective minister of the Gospel, and a leader in God’s House. We love you immensely!


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HIGHLANDS HISTORY

After nearly two decades in full time ministry, Chris Hodges responded to a God-calling that has forever changed the city of Birmingham, state of Alabama, and the world. A loyal Cajun, Chris traveled to Birmingham each spring to support his LSU Tigers in the annual SEC Baseball tournament. His visits to Birmingham were fairly insignificant until a cup of coffee, bird’s eye view of highway 280, and vision from God merged. From the Summit’s Barnes and Noble patio Pastor Chris watched traffic inch along the congested roadway below. Then God spoke clearly: plant a life-giving Church and reach the very people driving along that highway.

With no personal connections Pastor Chris sold everything he could; packed everything he couldn’t, and moved to Birmingham in the fall of 2000. He was joined by his beautiful wife Tammy and their five children in the adventure of a lifetime.

With a vision to reach and pastor people to “new heights” in Christ, Church of the Highlands began in the fine arts auditorium of Mountain Brook High School in February of 2001.

HIGHLANDS VISION

The hope of the world is Jesus Christ and He is powerfully displayed through the local Church. Highlands’ vision is to reach people with the life-giving message of Jesus Christ so that all may become His fully-devoted followers. This vision is achieved by these four pillars. (Read Exodus 6 and Matthew 28.16-20.)

Weekend Services — partner with God to bring people out of their slavery in “Egypt.” We are here for the lost.

Growth Track — bring the “Egypt” out of people by providing a clear path of growth. We provide a catalyst for spiritual and personal growth.

Small Groups — pastor people along their journey to the Promised Land. We believe that real life change happens in the context of relationships.

Dream Team — create opportunities for people to fully realize their redemptive calling and impact the Kingdom of God. We empower people to actively live out their God-design.

HIGHLANDS CORE VALUES

Love for God — maintaining a life of intimate, whole-hearted commitment to God and His Word

Love for People — expressing the fullness of God’s love to the world around us

Excellence — serving by Godly principles of stewardship, honor, and work ethic

Great Attitude — living, leading, and loving with passion and joy

HIGHLANDS DREAM TEAM HISTORY

Before launching the Church, Pastor Chris gathered a group of devoted, like-minded believers who wanted to be a part of this life-giving Church. The launch team initially consisted of locals and several Cajun supporters who had served with or known Chris for years.

Pastor Chris wanted a Church that looked like its people more than the senior pastor. So he assembled a launch team that could dream — prayerfully and creatively build a Church that would truly express the heart of God. And he united them to serve as team one, making a God-sized dream become reality.

After Pastor Chris moved to Birmingham he made highway 280 his home. While driving to a launch team meeting in Meadowbrook, he pondered the incredible success of the 1992 Olympic Gold Dream Team. Hit the brakes! That’s it — dream and team! The Dream Team was born.

It is the passion and unity of the Dream Team that make it so outstanding. We are a group of Bible-believing, Jesus-loving, people-serving, Truth-living people. Over the years the Dream Team has certainly grown, but our culture has remained authentic and accepting.


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DREAM TEAM VALUES

People — We value people because God does. We believe that • Every member is a minister. • Every person is a “10” in some area. • Every task is important.

Purpose — The Dream Team is a model for ministry based on the gifts and passions within people. The mission is to empower people as ministers to do the “works of ministry so that the body of Christ may be built up” (Ephesians 4:12). Since the Dream Team approach is gifts-based and not needs-based, the ministry of our Church looks likes the ministers of our Church.

All ministry teams begin as a small group. The leader builds interest and momentum for a season. In order to transition into an official Dream Team ministry the following must take place: • The group must prove itself vital to fulfilling the overall vision of the Church. • The group must prove itself sustainable, abundant enough to have a healthy team rotation at all existing services or events and key leadership must be in place.

Progression — We know that God began a good work in us and is bringing it to completion (Philippians 1:6) and that we are being transformed into His likeness, from “glory to glory” (2 Corinthians 3:18). No matter where or when an individual joins the Dream Team, it is our responsibility as leaders to equip and empower them to reach their full potential. We call forth and care for the minister, clarifying and walking out next steps with them in Christ.

Quite simply it’s pastoral care- an awareness of who and where people are in their journey and intentionally guiding them closer to Christ. For example:

COACHES know the condition of their Lead Team and pastor them through next steps.

TRAINERS assess the condition of those they train at 401 and provide appropriate next steps.

CONNECT LEADERS “Connects the Dots” with everyone they meet to provide clear next steps.

TEAM LEADERS know the condition of their teams and continually pastor them through next steps.

A-TEAM LEADERS maintain the Dream Team pipeline to verify these steps are communicated and completed.

Process — Dream Team 401, the fourth and final class of our monthly Growth Track, is the on-ramp to serving on the Dream Team. The training process is extremely important for communicating vision, expectations, and logistics of serving before releasing new team members. Applications and interviews are esential in helping us determine who and where people are and pastoring accordingly. Highlands follows the same principles as the early Church regarding the selection of deacons (Dream Team) or Church leaders. First Timothy 3:8-10 explains:

“In the same way, deacons must be well respected and have integrity. They must not be heavy drinkers or dishonest with money. They must be committed to the mystery of the faith now revealed and must live with a clear conscience. Before they are appointed as deacons, let them be closely examined. If they pass the test, then let them serve as deacons.”

THREE STEPS TO JOIN THE DREAM TEAM

TRAIN. Attend a 401 training session.

APPLY. Complete the paperwork - leadership application, Honor Code and background check (if necessary).

INTERVIEW. Complete a one-on-one with the ministry leader.

DREAM TEAM PRINCIPLES

Worship one, Serve one — The Dream Team incorporates a “Worship One, Serve One” motto which reminds individuals to attend a worship experience and then serve during another. Sometimes people are so excited about serving that we have to remind them to attend Church!

We know that both song and serve are worship to the Lord, but if their current schedule only allows time for one service, we recommend “worship one” to stay spiritually and personally nourished.

HIGHLANDS DREAM TEAM VISION

The Dream Team exists to build the Body of Christ, with each person fulfilling their calling and serving to make an eternal impact.


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Team Huddles — The entire team comes together to prepare, receive position assignments and logistics, and pray. This is essential for team unity and clarity.

Teams meet 45 minutes to one hour before the service begins. As soon as Huddles are complete, Host Teams get into position to receive guests as they arrive. Other teams move forward with standard assignments.

Check-In — Our Fellowship One database is a tool used to pastor our teams well. With every serve and check-in using the Dream Team key tag, leaders are able to monitor the needs of the team and bring about solutions.

Dream Team Central — This is the hub of Dream Team life. You will find food, Check-In opportunities, Church family, badges, pertinent information, and an incredible team that serves YOU (Dream Team Serve).

Appreciation Events — We continually, intentionally appreciate our Dream Team. Your campus Dream Team Coordinator will provide direction for individual and team appreciation. Additionally, every year the entire team joins together for food, entertainment, and giveaways, for the global Dream Team Party. The goal is to celebrate what God has done, build relationships, and have lots of fun. As they say in Cajun country, “Laissez les bons temps rouler — Let the good times roll!”

THE STRUCTURE


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DREAM TEAM STRUCTURE

Our Dream Team has grown immensely from that original launch team of 34 and maintaining an energizing culture of authenticity and unity has been vital. Over the years we have implemented leadership structures to pastor our teams as they grow. We have also strengthened processes such as Connect the Dots and Dream Team 401 Training in order to effectively direct people to their next steps in Christ.

In this section we walk through Dream Team leadership structure and systems. Every ministry utilizes this structure to lead teams and serve people. We are one team, many ministries; one body, many parts.

BIBLICAL MODELS

We have a very basic, relational leadership structure because we want to know who and where people are and guide them to higher heights. This relational structure is based on the model of two phenomenal leaders, Jethro and Jesus, who led with strategies that are still effective thousands of years later.

Did you know that Moses, one of the greatest leaders in the entire Old Testament, initially struggled with leadership? He was a foster child, misunderstood teenager, murderer and a stutterer. He had quite a few insecurities to conquer before God called him to the forty-year relocation mission of 1.5 million Israelites from Egypt into the Promised Land.

While the nation grew, so did Moses’ leadership responsibilities. As his responsibilities grew, so did his frustration. The people became disgruntled because their needs remained unmet. And there was Moses, exhausted and emptied from trying to do everything himself — travel itineraries, baptisms, baby dedications, discipline, vision casting, temple construction, water sourcing, and more!

Thankfully Jethro showed up on the scene and played dad-in-law. He taught Moses how to empower leaders and delegate ministry, equipping the saints for works of ministry (Exodus 18, Ephesians 4). Moses followed the wise counsel of Jethro and empowered people to partake of leadership. Once these leaders were released to discipline, pray, build, and organize, the people’s needs were met. And Moses was able to lead as he was called — seeking God’s direction (vision) and guiding people to the Promised Land (mission).

The Jethro Principle emphasizes that some people are called to lead thousands; some to lead hundreds, some fifties, and some tens. True leadership is not exclusive to one person or even one type of person. Truly empowering leadership allows people the opportunity to lead at their best level.


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Then centuries later we find the empowering leadership of Jesus echoing the Jethro Principle. Jesus was so relational with His leadership and we find another principle: 3-12-Masses.

Jesus had 12 disciples that He developed, pastored, and coached to become great ministers of the Gospel. From this group of 12, Peter, James, and John were a part of the inner circle of 3. They were with Jesus during significant moments like the glorious transfiguration and painful garden of Gethsemane.

And there were masses of people that followed Jesus as He preached on hillsides and rowed across rivers. These were the very people that Jesus was sent to save but it was impossible to care for each one. So Jesus built a “Lead Team” of disciples that knew Him intimately and carried on His work effectively.

With our Dream Team leadership structure “the masses” refers to the team. It is impossible for one leader to develop, pastor, and coach every member of their team effectively. But with a Lead Team in place, the masses are cared for effectively and with a coach in place, the Lead Team or “12” is also cared for. Keep tracking. This is getting good!

LEAD TEAM

There are five basic responsibilities for every team: recruit, train, pastor, administrate, and visioneer. In the early stages it may be possible for one leader to handle all five responsibilities but as the team grows that becomes increasingly difficult. To maintain health and include more ministers in the ministry, we developed roles and dispersed the five responsibilities throughout the Lead Team which is comprised of:

A-Team

(Team Support) — Manages all components of Fellowship One (F1) database, including team rosters, pipeline, and staffing assignments. Maintains schedules and handles any relevant administrative responsibilities for the team.

(Office Support) — Serves by organizing team projects, filing, running errands, organizing supplies, placing orders, or returning correspondence for the Campus.

Team Leader — Leads the team during and between serving opportunities through pastoring, developing, and coaching.

Connect Leader — Connects with people, moving them one next step in their walk with Christ, and recruits potential Dream Team members to 401 training.

Trainer — Oversees the entire Dream Team 401 Training for the team, guiding people from stadium seat to serving. Through the 3-step training process people are released to their next step with clarity.

Coach — Leads the Lead Team through personal coaching, development, and pastoral care. Equips and empowers the Lead Team to lead the team itself.


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THE RESPONSIBILITIESPASTOR THE PEOPLE

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COACH THE SERVE


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PASTOR THE PEOPLE

In John 21 we discover Jesus risen from the grave and hosting a little luau with His disciples. The disciples had fished all night, to no avail. Jesus showed up on the shore at dawn and suggested another strategy and almost immediately over one hundred large fish were caught in the salty nets. Then Jesus cooked the fish, broke bread, and served up a better breakfast than Cracker Barrel.After breakfast Jesus and Peter had a little conversation about next steps.

“‘Simon son of John, do you love Me more than these?’‘Yes, Lord,’ Peter replied, ‘You know I love You.’‘Then feed My lambs … Take care of My sheep … Feed My sheep.’” JOHN 21:15-17, NLT

So maybe, like Peter, you’ve goofed. You have denied Jesus, dropped the leadership ball, or developed a ‘tude. Maybe, like some of the disciples hovered nearby, you’ve never really felt a part of the action. You love Jesus but have never been given an opportunity to lead anything of significance. Friend, restoration is available and the call irrevocable (Romans 11.29). Feed and care for His sheep.

How? It’s simply pastoral care, an awareness of who and where people are so that you can know and grow them. You are a pastor, a relational and spiritual leader who tends God’s sheep. Let’s dig in.

RELATIONAL LEADERSHIP

It’s a way of engaging the world, a way in which you hold yourself securely in relationship with others. When you lead relationally, everyday conversations and mundane situations untangle into strands of supernaturally-timed miracles.3

The primary characteristics of relational leadership are:

• Inclusive — To know and be known is one of the greatest human needs. People from all walks of life join your team and need to be accepted, valued, and encouraged. Acknowledge diversity, allowing it to blossom in the safe environment of team. Focus: community and collaboration

• Empowering — “Everyone is a ‘10’ in some area.” Locate, build them up in it, and release them to impact eternity with it. Build healthy leaders who can lead themselves and others, making decisions, completing tasks, and echoing the heartbeat of Heaven. Focus: team involvement, shared information, and new opportunities

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• Purposeful — You continually frame and re-frame each task with the Great Commission and Great Command. This keeps the team energized and effective while accomplishing established goals. Communicate strategies and celebrate team victories. Focus: creative strategies and measurable results

• Principled — Continually develop the character of Christ in people by holding them accountable, resolving conflict, and challenging them. (See Resources section for help with resolving team challenges.) Focus: Core Values — Love for God, Love for People, Excellence, and Great Attitude.

• Process-oriented — How do we become and remain a team that impacts eternity without processes? We can’t! So we’ve built some people-driven processes at Highlands. For instance, the Growth Track steadily propels people to their next step in Christ. Dream Team 401 Training is the only on ramp to ministry. Huddles and regular serving rotations are required for active status. Monthly Lead Team Meetings unite leadership with prayer and purpose. Focus: Collaborate with Lead Team and challenge your team

Building this relational equity with your team is exhilarating! You walk with people through some difficult seasons in life. You experience great joy in calling forth the God-design within people. Your team is so ripe with potential and yet some are new in their walk with Christ. You have a Peter who hot shots. You have a John, ambitious as all get out. You have a Matthew whose background is questionable. You have a Nathanael who … well … just shows up. And you even have a Judas.

Just keep including, empowering, purposing, and processing. Keep listening, praying, and pointing them to Jesus, the Author and Perfecter of their faith (Hebrews 12:2) and watch your relational equity soar!4

SPIRITUAL LEADERSHIP

With personal relationship established, you are now able to spiritually guide them. Your Lead Team is ready to be pastored personally and known intimately. Get into the weeds of life with them.

To increase your spiritual leadership emphasize the following:

• Prayer. Cover Lead Team and entire team in prayer daily, addressing specific, personal needs. GOAL: Spiritual covering

• Thank you notes, text messages, or e-mails to share a specific Scripture, prayer, or testimony. GOAL: Appreciation and vision casting

• Prompt phone call to anyone who did not serve or show up when scheduled. GOAL: Pastoring to know who and where they are in life

• Thoughtful messages sent throughout the week. GOAL: Encouragement and open communication

• Invitations to your home or out for dinner for monthly Lead Team meetings or just fun. GOAL: Truly do life together — more than a few hours while serving

• Caring for Lead Team’s personal needs. Whether it is a hospital visit or birthday celebration, a death in the family or new job, minister intentionally. GOAL: Demonstrate God’s love in practical way

• Listening and speaking the Truth in love when they share with you. Whether ministry-related, personal, or spiritual, allow them an open door of communication. GOAL: Trust which builds the relational equity needed to speak into their lives

• Building a healthy team culture based on the Core Values of Highlands. GOAL: Build a healthy, unified Church by building a healthy, unified Lead Team. In turn, they build the team that same way. Replicate the Core Values of Love for God, Love for People, Great Attitude, and Excellence.

Some may need more in-depth pastoral care than you can provide. In this case, always speak the Truth and provide clear next steps towards Pastoral Care or Campus Staff. If you are unsure of how to pastor a challenging team member, talk with your Campus Dream Team Coordinator.

APPRECIATION

One of the best ways to maintain a vibrant Dream Team culture is to intentionally celebrate the miracles and movements of God in our midst. We give glory to God, first and foremost, and always remind the team of their Kingdom impact.Each February we host a global appreciation event called the Dream Team Party. It is an incredible evening of food, entertainment, gifts, and celebration which reinforces family and fun.

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Talk with your Dream Team Coordinator about effective ways to appreciate your team. Some creative ideas for team appreciation events include:• Movie night — Treat the entire team to a movie ticket or popcorn and coke at the theater.• Dinner — Secure a private room at a local restaurant and invite the entire team to share a meal together. Publically celebrate team members with crafty awards. • Park and play — Invite team and their family members to grill out at a local park. Bring along volleyball net, Frisbees, footballs, or other games. • Bowling — Give the team a specific theme (80’s, cowboy, etc.) and have everyone come to the alley in costume.• House-to-house — Host the team for a catered dinner (and fun giveaways) at your home and begin a regular rotation of monthly potluck dinners.

REFLECT

Church buildings deteriorate and ministry trends shift, but one asset that actually appreciates over time is PEOPLE! We cannot lead effectively without important strategies and systems, but these are utterly useless without people.

Am I more focused on the ministry (tasks) or the ministers (people)?

Are most of the conversations and meetings with my Lead Team about tasks and to-do lists?

Do I regularly gather stories from my Lead Team? Stories of real life change and how the team is impacting eternity? How could I incorporate the sharing of stories?

Am I intentionally investing time into the everyday lives of my Lead Team?

What are the personal, spiritual, and relational needs of my Lead Team?

Team Leaders –

Trainer –

Connect Leader –

A-Team –

APPLY

Paul said, “Follow my example, as I follow the example of Christ.” (1 Corinthians 11:1) What is the Lord speaking to you right now? How can you be more intentional or effective in pastoring the Lead Team?

DEVELOP THE POTENTIAL

You are neither expected to nor able to do ministry alone.

In the early stages of building a team, a Coach carries the weight of everything. But as the team grows that Coach must release their tight grip and begin to develop leaders in order to lead effectively.

You have two choices. You can be an empowered leader or an empowering leader.

If you want to feel empowered and carry the entire load of ministry yourself — develop followers. These followers will complete the tasks of the ministry you assign them, but nothing more. You may gain a following and see numbers temporarily increase, but nothing more. You will continue to carry the weight of every decision and issue.

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On the other hand, if you are interested in sharing ministry and empowering others — develop leaders. These leaders will be a trusted to serve as a sounding board for decisions and help carry the leadership mantle. You will have exponential growth and impact.

Developing the potential in others is more than a leadership principle. It is actually an expression of honor and a way of releasing the Kingdom of Heaven on earth. When we see people as God does, with eyes of hope; when we empower people as God does, with opportunities, we truly honor them.

Grow a leader, grow the Church. Grow the Church, strengthen the Kingdom.Strengthen the Kingdom, reach the world for Jesus.

REFLECT

Do I complete all the ministry tasks by myself? Why?

Am I confidently building leaders or attempting to gain a following? Why?

Am I developing and empowering leaders who can think, plan, and effect change themselves?

Which Lead Team roles are unfilled? Why? Team Leaders –

Trainer –

Connect Leader –

A-Team –

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Bring in, build up, and send out, just as Ephesians 4 instructs.

“And He gave the apostles, the prophets, the evangelists, the shepherds and teachers, to equip the saints for the work of ministry, for building up the body of Christ, until we all attain to the unity of the faith and of the knowledge of the Son of God, to mature manhood, to the measure of the stature of the fullness of Christ…” EPHESIANS 4:11-13, ESV

• BRING IN — ENGAGE

Lead Team nominates individuals for leadership positions. Team Leaders oversee the team itself and are great scouts for potential leaders.

Meet one-on-one with potential leaders to determine their readiness and capacity to lead. Use the Dream Team Leadership Interview form to navigate the conversation.

Pray about the potential leader and ask for God’s direction. The Bible says “Never be in a hurry about appointing a Church leader.” (1 Timothy 5:22) So do not feverishly fill empty slots with warm bodies. Call forth the God-design within people! (Read Acts 13:3) Look for the potential within people, the specific skills and traits they have, even if in raw form. Continue to ask God to bring people to you and to give you His eyes to see the possibilities and potential within them.

• BUILD UP — EQUIP

We hear it constantly — “Give ministry away.” But it is not just a Church cliché! It’s Biblical. An immature or unhealthy leader may consider this concept to be “subtraction,” but it is actually multiplication. It is an exponential increase of leaders who can make prolific Kingdom impact.

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frustration inevitably results. Why? Because if responsibilities are given without proper training or development, the new leader will ultimately succumb to “pulling off Church” and “putting out fires” in order to get tasks accomplished.

Equipping people involves intentional training, instructive feedback, and actual relationship. So how do we effectively equip new leaders for ministry? Follow these steps:

- You Do It. You fulfill the Lead Team role until the right leader is selected. As the Lord reveals a potential leader, bring them in from the periphery. Don’t try to sell the role or its responsibilities, just let them observe you. Ask: Are they interested? Qualified? - You Do It — They Watch. Clearly explain the role and responsibilities of the position. Establish standards of excellence, fully communicating vision and steps to make it a reality. This is interactive learning for them. Ask: Are they still interested? Ready for next steps?- They Do It — You Watch. This phase is vital to ensure the right person is in the right position. Serve alongside them, providing feedback, correction, and encouragement. Comprehensively train them as they serve. Ask: Are they learning? Implementing feedback appropriately?- They Do It! Release them, giving the time and space to fully expand in their leadership. Only delegate responsibilities as they are able to handle them. We want to set them up for success, not failure! Once they are released in leadership introduce them to the Lead Team and/or their team, anointing them for service. (See Acts 6.6)

• SEND OUT — EMPOWER

Before calling His Lead Team, Jesus prayed in solitude all night (Luke 6:12-13). He wanted to hear from the Father clearly. Before commissioning His Lead Team for ministry, Jesus gave specific instructions (Matthew 10:5-40). He successfully modeled this process of equipping and empowering leaders by training eleven guys to sustain His ministry that still changes the world today.

Missionary Mike Stachura says “Success is not measured by seating capacity, but by sending capacity.” The goal is not to “bring in” and “hold on,” but to empower people to passionately and purposefully serve in God’s Kingdom.

Taking your hands off the handlebars may be frightening at first. Allowing that new leader to push his own leadership pedal can be challenging. Will your new Trainer wreck his 401? Will the novice Team Leader hit a massive

pothole and flip during her first Huddle? Friend, you must be confident that you have heard from the Lord about leaders and that you have adequately equipped them. You must give.

Give them the role. Once they have proven their character and ability and you have adequately trained them, let them lead fully.

Give them space. Do not micro-manage their every move. Trust God in them and allow for opportunities to succeed and fail. Provide appropriate feedback for both.

Give them time. For most people it takes the better part of a year to learn the ropes of their new role and lead full-throttle.

Give them the benefit of the doubt. There is a new level of spiritual warfare and maturity that accompanies their new leadership position. The leader will not get it right every time. They are learning and growing in leadership and in the Lord. So continue to pray for and pastor them.

“The command has been to ‘go,’ but we have stayed – in body, gifts, prayer, and influence. He has asked us to be witnesses to the uttermost parts of the earth … but 99% of Christians have kept puttering around the homeland.”

- Robert Savage, Latin American Mission

COACH THE SERVE

The “serve” is the act of ministry itself — the expression of love for God and others. The Lead Team maintains a wide variety of serving responsibilities and they need continual coaching from you. They need coaching that guides them through the practical and spiritual elements of serving. Coaching is a style of leading which offers the following results:

• Increased confidence and competence for the individual and team.• Elevation of excellence in the individual and the team.• Increased commitment to common vision and values.• Development of valuable leaders for the future.5

You coach people at various levels of maturity and ability. No one comes to your Lead Team perfect. They come in process – in the midst of sanctification. As you set the standard of excellence and hold them accountable, you T

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strengthen their commitment. As you challenge them to step out in new ministries or step up in leadership, you support their calling. As you acknowledge unhealthy choices or spiritual strongholds in their life, you call forth their character.

We are all being sanctified as we serve. This could never happen in a five second meet-and-greet before Highland News. This sanctification happens by the Holy Spirit, through leadership, and in the covenant of Dream Team relationships.

REFLECT

How do I lead my team? Do I micro-manage meetings and control all the opportunities, preventing input from others? Do I openly ask for input? Do I regularly delegate ministry and meetings so that others can gain experience?

Does a “need to be needed” hinder me from empowering the Lead Team to actually lead? Do insecurities hold me and my Lead Team back?

What aspects of our team’s serve are not excellent? Is a re-train needed?

What areas of my Lead Team are not functioning effectively? Why? Is a re-train needed?Team Leaders –

Trainer –

Connect Leader –

A-Team –

NOTE: As you grow in leadership, your serve shifts from doing the ministry — shaking hands, preparing communion elements, changing diapers — to leading others in doing the ministry. Your serve becomes equipping and empowering others to serve.

This shift can be one of the most difficult to navigate because it’s challenging to step back and intentionally create opportunities for others to take part in the ministry you once did. Remember your identity is in Christ, not Church. Embrace your new role with confidence.

“Our qualification comes from God. He has enabled us to be ministers of His new covenant.” (2 Corinthians 3:5-6, NLT)

APPLY

• CONSISTENT COMMUNICATION of vision, information, and logistics. Vision is a combination of heart and how. It is the reason why we do what we do and how we do it. You motivate and challenge the Lead Team and entire team with vision.

Send the weekly vision e-mail and pertinent information from your Campus Dream Team Coordinator to your Lead Team. Team Leaders utilize the weekly vision e-mail in their Huddles.

Send monthly serving schedules and weekly reminders in a timely manner. It is your responsibility to ensure the team is properly scheduled. Initially you manage the scheduling until it can be delegated.

• CONSISTENT MEASUREMENT of data.

Monitor Fellowship One data. Assess team health and Lead Team effectiveness by reviewing data such as contact efficiencies, staffing assignments, and check-in rates. This information is provided by your A-Team who facilitates the Dream Team Pipeline and manages all major components of Fellowship One for your team.

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Measure and celebrate what matters. Team growth and retention, salvations, visitors, and depth of your leadership “bench” are just a few. Celebrate together as a team, connecting what they do with the eternal impact it makes.

• CONSISTENT LEAD TEAM MEETINGS to know and grow leaders.

Meet together. Initially you need to meet face-to-face each month. Over time you may develop a different routine. You may have quick touch points via conference call or face time. You may have quarterly family night for all Lead Team. The goal is not to have more meetings, but to know and grow leaders.

Incorporate Scripture. The Word is powerful, active, and alive and needs to be utilized in every meeting. Be prepared or have another leader ready to bring a Word that is stirring.

Share a meal. There is something familial and intimate in sharing a meal. Jesus did it, so should we! Take time to laugh, share, and enjoy being together.

Hand out vision more than tasks. Every meeting should carry a component of vision casting — a reaffirming why we do what we do.

Great leaders want to be inspired by vision in the completing tasks. They want to personally identify with the vision and then develop ways to accomplish it. So hand the Lead Team great vision and then get out of the way and let them accomplish it!

Equip and empower them. Work together as a lead team to resolve issues and strategize. Then allow them the opportunities to personally handle the challenging conversations, discipline, and accountability with their teams. Don’t give assignments without also giving the empowerment and equipment to complete them. That’s frustrating!

Prayer. Close every meeting with personal prayer for each Lead Team member. Lift up the team issues discussed and resolutions determined, asking for God’s continued direction.

• OBSERVATION AND FEEDBACK for leaders and team.

Inspect what you expect. The goal is always to love God, love others; serve God, serve others. How your team accomplishes that goal must be firmly set. Once expectations and steps of implementation are laid out, observation and feedback become a priority.

Observe the team as they serve. Watch your team in action and monitor their effectiveness. Take note of how they serve in alignment with culture, core values, and expectations.

Serve with your team as often as possible. This helps you stay in touch with team and guest needs, as well as actively displays true servant-leadership.

Observe the Lead Team as they lead Huddle, 401, and the team itself. Observe the Trainer as they facilitate the Dream Team 401 process. Monitor the Connect Leader’s efficiency of recruitment and connection of people. Monitor the efficiency of A-Team. Offer feedback and correction promptly and personally.

Discipline the Lead Team when conflict arises. Issues should be prayerfully and personally addressed.

Lead Team may also need your wisdom in addressing issues with individuals. Help them navigate resolution and remain available to participate in the process. (Refer to the Resources section for navigating difficult team issues.)

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THE RESULTS


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Numerical, spiritual, and relational growth is measured by:

• Steady number of guests attending 401 Training each month. This measures the effectiveness of the Trainer, A-Team Leader, and Connect Leader.

• Successful transition of new team members onto the team. This measures the effectiveness of the Trainer, A-Team, and Team Leaders.

• Consistent serving and check-ins by team members. This measures the effectiveness of all leaders.

• Huddles well attended and dynamic. This measures the effectiveness of the Team Leader.

• Continual identification and development of new leaders into Lead Team roles.

• Appreciation events well attended. This reveals relational health of the team.

Without vision, the people perish. Without people, the vision perishes.

Pastor Larry Stockstill

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THE RESOURCESCOACHING STRATEGIES

QUALITIES OF A GREAT COACH

MONTHLY LEAD TEAM MEETING AGENDA

PLANNING CENTER SCHEDULING

HOW ENERGY LEAKS FROM A TEAM

DISCIPLINE OF A TEAM MEMBER

TEAM CHALLENGES SOLVED

HEALTHY LEADERSHIP

CONTACT LIST


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COACHING STRATEGIES

John Wooden is undoubtedly one of the best coaches in sports history and a trophy-toting player in his own right. His ten NCAA championships proved his passion for the game and his simple strategy for coaching made him a legend.

More than trophies, it was Wooden’s teams that made brought success. With Wooden as a role model, let’s look at some effective coaching strategies.

SERVE ON THE TEAM

Typically athletic coaches play high school or college ball and are very familiar with the sport before they coach it. They understand the complexities of the game because they’ve played it.

APPLY: Serve on the team. Learn the basic vision and logistics of the team so it is easier to set goals and create strategies.

KNOW THE TEAM INDIVIDUALLY

Great coaches know their players as individuals both on and off the playing field. They know the home life, test scores, personal struggles, and aspirations of each player.

APPLY: • Get to know the individuals by learning their strengths and areas of growth. Whether you inherit a team of hundreds with an existing leadership base or just launched a new team, success is greatly determined by the strength of relationships. • Build a Lead Team and position them according to their skills and passions, as well as character and experience. • DO NOT “FILL SLOTS.” Shoving people into empty slots and hurriedly delegating responsibilities is quite dishonoring. Take the time to personally get to know each team member and prayerfully place them in a role.

FOCUS ON DEVELOPING PEOPLE, NOT JUST WINNING GAMES

Great coaches understand that winning is more than a number on a scoreboard. Winning is a combination of personal growth, team unity, conquered fears, sharpened skills, increased confidence, and victory. It is individuals being their best and playing as one.

These coaches watch players, noting their strengths and weaknesses. Then they incorporate strategies like dribbling drills and running laps to build endurance or one-on-one conversations and team activities to build confidence.

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APPLY: • Observe the Lead Team as they serve and provide feedback. • Create a culture of leadership with the Lead Team. • Resource the Lead Team with tools to help them grow and lead at a greater capacity.

ASSESS AND DIRECT MOMENTUM

Successful coaches can read a game’s momentum and make appropriate adjustments. They instinctively know how to shift or strengthen momentum because they possess a killer combination of intuition and common sense. Changing the line-up, calling a time-out, or implementing a new play are just a few momentum makers.

APPLY: • Assess the momentum of your team by observing them while serving. Are they energized or exhausted? • Evaluate the assigned ministry/projects. Are they overwhelming or exciting for the team? • Review the data. Check-in numbers, 401 attendance, etc.

CALL TIMEOUT IF: • The team is notably discouraged. • The team is disengaged from guests. • The team serves with a “got to” not “get to” attitude. • Huddles are poorly attended or led.

Is it time to create a new game plan? Then bring the Lead Team together to cast vision, re-focus on Jesus and His Church, and specify expectations. If necessary, give leaders a break for a season. Remember: the team will not be healthy if the leaders are not healthy. Like John Maxwell says, “Everything rises and falls on leadership.”

ADAPT YOUR COACHING TECHNIQUE TO MOST EFFECTIVELY REACH THE TEAM

Players respond to discipline and encouragement in different ways. Shouting, wind sprints, and getting benched during a big game are each forms of discipline. High fives, chest bumps, and longer playing time are each forms of encouragement. Each method has its own level of effectiveness, depending on the player and the circumstance. Effective coaching incorporates various strategies in order to bring about the best results for the individual player and team.

APPLY: This is not about what is easiest or most comfortable for you. It’s about reaching and developing your Lead Team. But, how do Coaches lead the team while leading the individuals? They first recognize four different types of players (leaders) and coach accordingly. (Notice the importance of relationship at every level.)

1. Leaders who need direction — rookies. At this stage they are brand new leaders and you instruct them in every step of the way. You are often doing ministry through them, accomplishing tasks through them. This requires significant investments of time and patience.

2. Leaders who need coaching — Rookies now lead more independently, but still rely on you for direction and feedback. The relationship looks more like a partnership now.

3. Leaders who need support — They are able to serve without much dependence on you, but definitely require encouragement, some direction, and confirmation. The relationship feels more like a strong friendship.

4. Leaders to whom you delegate — At this stage the leaders can be given a task and you can be confident it will be done with excellence. These leaders only need you to lead – to provide vision on the front end, accountability on the back end, and relationship throughout.6

QUALITIES OF A GREAT COACH

Use this section to activate a well-rounded, authentic leadership.

PASSIONATE

“I have a coach who doesn’t know a thing about baseball but he still tries to act like he does,” said young Tyler. “He shows up in a suit and tries to coach us from the fence. A coach needs to have just as much heart as his players.”7 When a coach loves the game their passion comes through in every word and action.

Our hope is that every Dream Team Coach has a true passion for “the game” — to see people become fully devoted followers of Jesus Christ. This role is more than just leadership or socializing. It’s about believing in and guiding people as they grow in Christ.

REFLECT: Am I passionate about this ministry? Is my passion contagious?


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Does my passion for the Lord and for serving motivate my Lead Team?

How can I help my Lead Team serve more passionately?

GREAT EXAMPLE

Studies have shown that after thirty-six months a team reflects very specific characteristics of its coach — for better or worse. A coach of integrity and excellence has a team reflecting those qualities. A coach who lives in fear and selfishness has a team reflecting those traits.

Paul writes, “Follow my example, as I follow the example of Christ.” (1 Corinthians 1:11) In all things, even during difficult seasons, live humbly and faithfully and allow others to follow you as you follow Christ.

Pray. God delayed the movement of the sun (Joshua 10:13) and He can do even greater things. As a spiritual leader and pastor for your team you model the importance and power of prayer.

Be real. The team wants to follow a coach who has gone through life’s difficulties and come out better for it. Do not hide your successes, failures, joys or sorrows. They provide infinite wisdom and encouragement for others.

Stay stoked. Your personal love relationship with Jesus is the most visible display of Heaven. It is the most inspiring example you can provide. Fan your gifts into flame (1Timothy 1.6) and pursue God.

REFLECT: What example do I set for my team? What should I model more intentionally?

Do I place pressure on myself to be a “perfect leader?” Am I authentic?

ORGANIZED

Great coaches have a solid game plan because without one chaos and confusion explode onto the entire team. The best coaches organize team practices, meetings, schedules, and their personal lives to maintain a healthy rhythm. Life is a marathon and not a sprint, so staying in the race requires establishing and maintaining a sustainable pace.

REFLECT: What aspect of my leadership is chaotic? (Scheduling, leadership development, relationship development, setting goals, etc.)

How is this chaos adversely affecting my team?

How can I better organize my time?

APPLY: Take a look at your monthly calendar and prioritize time for the following: • Personal time with God. • Quality time with family and friends. • Fulfillment of work responsibilities. • Being part of the Church. (“Worship One|Serve One” and small group, not ministry leadership.) • Intentional time for hobbies and refreshing activities. • Intentional time for rest. (Not “sleep” but rest – quietness and stillness.)

Now, let’s look at the time needed for your Dream Team leadership. Continuing with your calendar, determine the best time to invest in your leaders with the following activities: • Conducting a Dream Team Leadership Interview with potential new leaders. • Observing Huddles to assess Team Leaders in action. Provide feedback. • Meeting one-on-one with Lead Team members to discuss life and leadership issues. • Communicating logistics, information, and expectations to Lead Team. • Facilitating monthly Lead Team meetings. • Praying and planning for direction.


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VISIONARY

Basketball players already understand the vision of the game: defend your basket, ring a ball in your opponent’s basket, outscore them, and win. It’s quite simple. They do not need a coach to constantly remind them how to dribble or where the free throw line is. They need a coach to inspire them to greatness and help them achieve it.

As a Dream Team Coach you lead the game (the ministry) and the team (the ministers). The only way to lead with vision is to incorporate these principles.

Have an actual vision. Vivid dreams for what the team can achieve and practical steps for accomplishing it.

Use the Word. The Bible is filled with Scripture to motivate and guide the team.

Help leaders grasp and live out the vision. Provide practical steps to achieve team goals so that everyone is a part of impacting eternity.

Use personal testimonies. Stories that capture the heart of serving are instrumental in motivating the team.

Celebrate those who achieve the vision. Public commendation is best!

REFLECT: Is the vision for serving clear to me? To my leaders? What is one practical step I could take to clarify or re-cast basic vision to them?

Is there a gap between my vision for the team and what they actually do? How do I bridge this gap?

RELATIONAL

Coaches have a positions of authority but those who strategize and shout from the sidelines are a dime a dozen. Coaches who know, love, and support players through actual relationship are rare. Positional authority is easy to attain but does not guarantee the relational equity needed to coach effectively.

New leaders want about 80% of your relationship to be feeding them. They want you to know where they are with God, family, work, and life in general. They need specific next steps for growth in all these areas. About 20% of the relationship will be leading them, casting vision and developing the skills necessary to succeed in their role.

As leaders begin to mature the amount of time spent leading them will increase substantially but never beyond the time spent feeding them. Why? Because people always need to be known.

Known in their spiritual journey. How did they come to Christ? What are their struggles? What are their greatest victories?

Known in their life story. What was their family like? How did they handle conflict? What were the major turning points in their life? Are they married? Do they enjoy their job?

Known in their heart. What brings them joy? What makes them sad? What do they dream about?

“Leadership is not something you do to people, but something you do with people.” KEN BLANCHARD

REFLECT: Who do I need to invest more time in this season? How can I best reach them?

Who seems to be overwhelmed or disconnected? Who is going through a difficult season? How can I lead and love them?

Who do I continually sow time and energy into but no fruit from the relationship? Is it time to re-assess this relationship?

DECISIVE

Be confident in making and sticking to decisions, even when it’s difficult. Fear is the greatest inhibitor of decisiveness. If you struggle in this area ask God to reveal and heal any hindrance so that you can lead more decisively.

REFLECT: Am I hesitant or hasty with decisions? Why?


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How does the Lead Team respond to my indecisiveness or impulsiveness?

Do I allow for feedback from my leaders and team?

APPLY: When issues arise or decisions need to be made, walk through the following steps: • Gather feedback from the team/individuals involved on the issue at hand. • Take time to fully process the issue(s). • Pray for God’s wisdom and revelation. • Seek guidance from spiritual authority. Campus Pastors and Staff are available. • Draw from past, personal experiences. • Be confident that you have heard from God and obeyed. • Take the decision to the team in a timely manner. MONTHLY LEAD TEAM MEETING SAMPLE AGENDA

Your meeting can be organized in a variety of ways. The main goal is to interweave relational, spiritual, leadership, and ministry components into one cohesive meeting. Take a look at the main elements listed below and create your own agenda.

0:00 - 0:25 Dinner and celebration of team victories/wins. Take time to gather stories of real life change. Share with campus staff.

0:25 - 0:45 Spiritual or leadership lesson

0:45 - 1:00 Open floor to discuss team issues and ministry needs. Look back, now, and ahead.*

1:00 - 1:15 Goals (You should already have 6 week, 3 month, 6 month, and 1 year team goals established so get updates on them)

1:15 - 1:25 Calendar (Upcoming Highlands’ events, team initiatives, and personal activities)

1:25 - 1:30 Prayer and dismissal

*It is always wise to take the time to look back, look now, and look forward with your Lead Team.

Look back over the previous month’s events and activities. Utilize team

check-in and staffing assignment reports from A-Team. Make a list of wins and areas to improve.

Look now at the activities and responsibilities coming up that week. Are the leaders and team prepared to serve? Communication and logistics clear?

Look ahead and plan for the coming three to six months. Develop creative strategies as a Lead Team. Move away from “putting out fires” and reacting to preparing for ministry and initiating.

Regularly ask Lead Team members these questions:

What is one victory from this past month? One area to improve?

How can I help you with life or leadership?

How is your time with the Lord?

What is a personal need that I can be praying with you about?

PLANNING CENTER SCHEDULING

In the early stages of a team launch, scheduling with spreadsheets and e-mail is acceptable. But when the team reaches 75-100 members and Dream Team 401 yields five to seven new team members each month, it is time to reassess. At that point you are adding greater numbers of people to the team and with such a frequency that Planning Center’s ability to organize and communicate for you become invaluable.

Planning Center Online is a great tool for scheduling your team. You can send scheduling requests and automated reminders weeks and months in advance using e-mail or text. Team member can accept or decline each request to serve and Planning Center tracks their responses for you!

Planning Center is accessible from any computer or mobile device, so all team members have the ability to easily communicate. They can even block out dates or conflicts they have by using the online calendar.

If you are interested in integrating Planning Center, take a brief tutorial at http://get.planningcenteronline.com. Then talk with your Campus Dream Team Coordinator who will guide you through next steps to ensure a smooth transition.


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HOW ENERGY LEAKS FROM A TEAM

(Concept taken from Monday Morning Motivation: Five Steps to Energize Your Team, Customers, and Profits.8)

Remember your first helium-filled balloon? Remember the special feeling of walking along with it tied to your wrist, letting it soar above your head? When you took it home you let it float to the ceiling of your bedroom. No matter how many times you pulled it down, that balloon was so filled with helium it always floated back up to the ceiling.

Remember the next morning? You awoke to find a sad blob of latex on the floor. What happened to the glorious balloon that was floating on the ceiling as you crawled into bed? From the outside, nothing changed — the ribbon was still tied tightly around the tip and there were no holes. Even so, the helium leaked out and the once-mighty balloon lost its ability to soar.

The same thing happens in ministry. For a while a team is filled with so much energy, enthusiasm, and motivation that they seem to soar. But slowly the invisible energy leaks out and the team becomes a mere shadow of its former glory. From the outside nothing obvious happened, yet the energy that filled it has disappeared, seemingly overnight. What once was a super-energized, highly motivated group now struggles with basic communication, unity, and even joy.

Energy can leak from a team just as helium from a balloon. When this happens, quick action is required to stop the leak and replenish the energy. So, how do leaks happen? Let’s look at the three most common causes: burnout, comfort with the status quo, and decay.

THE BURNOUT LEAK

Burnout stems from any number of things including over commitment or continual miscommunication. It can lead to bitterness and offense. Burnout is dangerous for the individual and team because its roots are far-reaching and its fruit is toxic. Let’s first take a look at some causes.

• If we are several months into a campus launch and the team has yet to grow from initial launch size.

• If we launch a new service time and there are not enough current team members to cover all the services on a healthy rotation.

• If we have serving responsibilities to meet amid a frenzy of other Church activities and personal commitments. (Think Christmas and Easter!)

• If a team is constantly pushed beyond its physical or emotional limits because the leaders relentlessly drive them to irregular, short-sighted goals.

• If every serving opportunity has a “crisis” the new normal is crisis.

Signs of Burnout:

• People/responsibilities fall through the cracks

• Increased number of “no shows”

• Short-sighted focus on “pulling off Church”

• Anxiety and stress

• No time spent developing people/relationships

• Continual, relentless pace

• Interpersonal conflicts and tempers rising

• Poor communication

• Constant operation in “survival mode”

Understand that teams function best when there’s rhythm – bursting periods of dynamic energy followed by restful periods of static energy.

For example, we will always add services and campuses. And these additional services and serving opportunities can be great energizers for the team. But no one can sustain serving at a maximum level of intensity for an extended period of time. It would be like driving your car at 100 MPH all the time. Eventually you’d blow out the engine. Your team, just like your automobile, requires consistent maintenance, refueling, and tune-ups. They can run at a high speed for a period of time, but should not be constantly throttled down.

THE STATUS QUO LEAK

After a long period of success and stability, sometimes the energy of a team leaks out because the team gets too comfortable with the status quo. People are lulled into doing things the way they’ve always done them and resist making the changes necessary to boost energy and improve impact. Or leadership may have allowed lackluster serving to continue so long that the team lost vision and focus. Whatever the case, the result is a weak and lifeless team.

With the status quo leak, people get high satisfaction with very little buy-in or passion. In fact, low-intensity emotions are usually the hallmark of people satisfied with the status quo. Because everyone is “satisfied,” these teams


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are typically marked by inauthenticity in serving, lack of attentiveness, and insufficient stamina to make changes. If the words, “But we’ve always been successful doing things this way” are familiar, your team may have been inoculated with the status quo.

This can be difficult to address because things seem to be okay the way they are. After all, adding team members, covering all the positions, and just having a Huddle is good enough, right?

Strong, Christian leaders and servants are not satisfied with the status quo, so ultimately two things happen. They will leave the team altogether when mediocrity is all they see or they will be gradually conformed to the status quo. This fact is demonstrated time and time again when new team members serve alongside complacent, existing ones. When the example is weak and watered down, new team members follow suit.

Signs of Status Quo Serving:

• Superficial interactions with team or guests

• Existing leadership has “paralysis of analysis”

• No clear direction or goals

• Great leaders either leave or underperform

• High resistance to change

• “This is the way we’ve always done things” mentality

THE DECAY LEAK

The third type of energy leak may be the worst and most toxic of all because it affects the heart, head, and hands. Many times these energy leaks are solely the result of subtle, internal leaks that have drained energy from the entire team over time.

A team always struggles without vision or values and decay can set in. If decay exists too long, leaders and team members become convinced that the system is the problem and will not acknowledge the real issue at hand. Then the focus must shift to address the hemorrhaging internal issues.

Some of the most visible decay leaks are:

• Time and energy wasted in unproductive, ineffective meetings

• Lack of clarity with Dream Team systems and strategies

• Paralysis in current situations due to fear of backlash from difficult decisions to be made

• Negative team culture

• Power struggles for position and lack of unity

• Pauper mentality of blaming, complaining, and gossiping

• Guests are looked over, not loved on

• Discontentment with the Church or self

• Confusion and lack of clarity

• Apathy, lack of enthusiasm

• Poor communication

• Increase in turnover

ROAD TO RECOVERY

Even after massive amounts of energy are lost, survival is absolutely possible!

• Identify the cause of the energy loss and address it immediately. Is it the result of a sudden or uncontrollable event? Is it the result of more subtle events — burnout, the status quo, or decay? Is the loss a result of the cumulative effect of smaller energy leaks over time? Identify the cause and address it immediately.

• Learn from the energy loss and regroup. It is never too late to recover, but it will require courage and decisiveness to stop the leak and generate positive energy.

• Identify the Energizers and Zappers. Every team member is a source of energy, positive or negative. Knowing the team well, you can determine which team members create energy and which zap it. Energizers spur themselves and others to higher heights. A team of energized people is easy to motivate but challenging to manage because their high energy requires constant direction and focus. Zappers complain and resist change, using their negativity to drain the energy right out of the room. A team of zappers is easy to lead since there is little passion or vision. But they are very challenging to motivate because of contentment with status quo.


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Are you facing issues with energy zappers or lackluster leaders on your teams? Here are some questions to ask in order to better understand the situation.

• Did I clearly communicate the expectations?

• Are these expectations reasonable and attainable?

• Has the individual received adequate training to execute the responsibilities effectively?

• Does the individual understand why it is important to handle the responsibilities correctly?

• Have I held this person accountable for their level of serve?

• Have I given appropriate and consistent responses/consequences for their serving?

• Have I empowered every leader/team member with the freedom to take initiative, to succeed?

• Have I removed any obstacles to high-level leading and authentic serving?

• Am I aware of what is going on in this person’s life that could be affecting things? Have I intentionally pastored and prayed for them?

If you can honestly answer yes to these questions, then you have done all that you could. Deal with the individual quickly yet fairly because the longer a lackluster, energy-zapping individual remains on the team, the more damaging it can be.

Now for the team.

• Align everyone with the vision. Everyone must be on board with the vision and mission – what we do, why, and how we do it. Simplify and communicate vision (purpose) and mission (practical steps) so that everyone is unified.

• Align everyone with the core values. Cut away anything that contradicts the character of Jesus Christ and the core values of Highlands.

• Create critical mass. There is energy in a full room, a full balloon, and a full team. Increase energy by adding new people one at a time, training and releasing properly.

We can somewhat determine the success of the Dream Team by the number of its members and weekly check-ins. But real success is found in its energy — the sustained enthusiasm and passion, the unified oneness, and the personal growth of every individual.

This is not merely an organization we are building. This is the Church of Jesus Christ and it is built one conversation, one day at a time.

DISCIPLINE OF A DREAM TEAM MEMBER

Yes, this is the Church and yes, this is voluntary service. But the discipline and potential dismissal of a Dream Team member is a reality. Pastor leaders and team using this simple, three step approach:

1. Start the conversation by asking how they are enjoying the team and if they have any feedback for you. Graciously thank them for serving and intentionally encourage them in a significant way before addressing the issue(s) at hand.

2. Speak to the issue at hand. Communicate the specific expectations or requirements such as commitment, honor code conflicts, logistics, or character.

3. Ask if they are in agreement with these expectations, YES or NO. Give them an opportunity to respond. You are not trying to convince them to serve or stay on the team. Love for God must be their motivation and its overflow.

• If they respond with NO, you may direct them to another team (if appropriate), encourage them to take a break for a season, or advise they join a small group.

• If they respond with YES, provide them with their next opportunity to serve and ask if you can continue to hold them accountable to the issue(s) you discussed.

If the inappropriate behavior continues after this conversation, have another one-on-one conversation to reinforce the previously-set expectations and boundaries. Make any clarifications and hold them accountable for what you observed.

• If they repent and still want to serve, walk through the three steps again. Offer another opportunity to serve.

• If their heart is rebellious or proud and they cannot serve in compliance, direct them to a small group or pastoral care for counseling.

We each walk out our salvation while serving on the Dream Team. No one is perfect! But it is the role of leaders to discipline and pastor people while holding them accountable so they continue to move one step in their walk with


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Christ. These conversations are part of leadership and helping people become more fully-devoted followers of Christ.

Always offer a clear path of restoration. Jesus does.

TEAM CHALLENGES SOLVED

THE AWESOMELY OVERCOMMITTED TEAM MEMBER Holding People Accountable

The Scenario

Jenny is a self-employed, single mom of two. She serves on the Events and Check-In teams and as a Small Group Leader. Her children are active in sports and school so her minivan racks up the miles. Creative, talented, energetic — Jenny is awesome!

Unfortunately, Jenny is unreliable. She has a hectic schedule and a habit of overcommitting. She also has a tendency to become extremely offended when these issues are addressed. As a result, people avoid conversations that could potentially upset Jenny.

So everyone tiptoes around Jenny’s unpredictable, fragile personality. “After all, she is doing such wonderful things for the Church,” they say. However, lots of people are confused and hurt by Jenny’s “servanthood” which usually bulldozes over and disregards them entirely.

The Questions

Who should confront her, if anyone? At what point?

What are the dangers of confronting Jenny? Of not confronting her?

The Thoughts

Jenny’s pattern of overcommitting appears to be a habit. If it exists in her ministry, we can almost guarantee it exists in other areas of her life.

This pastoral conversation has the potential to completely free Jenny of false narratives she has believed about herself and/or God. If this opportunity is avoided, Jenny could remain destructive to herself and others.

The Solution

The Events Team Leader (Tom) has the most experience with Jenny and he brings his concerns to the Events Coach. They honestly discuss the issues and pray for the Holy Spirit to give insight. They resolve that Tom will talk with her first, using Matthew 18 as a guide. They remain united in prayer for Jenny and the situation.

“If your brother or sister sins, go and point out their fault, just between the two of you. If they listen to you, you have won them over. But if they will not listen, take one or two others along, so that ‘every matter may be established by the testimony of two or three witnesses.’ If they still refuse to listen, tell it to the Church; and if they refuse to listen even to the Church, treat them as you would a pagan or a tax collector.’” MATTHEW 18:15-17

Steps:

• Schedule a time to talk face-to-face. Begin the conversation with prayer and encouragement.

• Ask specific questions about life, work, relationships, and serving. Is there any fear/insecurity? What is prompting all the over commitments? Follow the 80/20 rule: listen 80% and talk 20% of the time. Search out the condition of her heart.

• State specific concerns you have. In Jenny’s scenario, overcommitting to ministry, having a bad attitude towards others, and being easily offended.

• Talk through personal experiences in these areas. Offer prayer and accountability, speaking the Truth — what God says about her and this situation.

• Set clear next steps. It may be scaling back in ministry, repenting, joining a LIFE group, or a combination.

• Ask if you may continue to follow up about these issues. (It’s always best if they give you permission to hold them accountable.)

Since Jenny had to complete Dream Team 401 and the one-on-one interview before joining the team, the Coach follows up with the Events Trainer about the interview. Issues of life balance, family, and commitments should have been addressed in the interview. This is a great opportunity to ensure that intentional interviews are taking place and people are given appropriate next steps.


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THE DISENGAGED TEAM MEMBER

How to Address Lackluster Serving

The Scenario

Since the Parking Team has needed additional help for a while, any new team member is a blessing. Dream Team 401 recently brought a new guy, Ted, who has experience with serving at his previous Church. Praise party!

Parking Team Leader Jeremy was so excited to have Ted on his team. But after serving with Ted for a couple of months, Jeremy has concerns. Ted rarely smiles while he serves. Though he stands in the lot, waves his arms, and directs the guests, Ted’s facial expressions are sad and his words are usually negative. Ted attends the HUDDLES but is disinterested and never opens up to anyone, including Jeremy.

The Questions

Would you let him to continue to serve at this level, hoping that over time he would just “get it”? Why?

What does Ted’s body language communicate?

How are other team members and guests impacted by Ted’s level of serving?

The Thoughts

When a child needs encouragement or discipline, a parent is to provide it. God created the family unit to work in harmony. So it is in the House of God. Team Leaders are parents who encourage and equip the team, pastoring and challenging them for life and ministry (Ephesians 2:10).

The Solution

1. Have a one-on-one conversation with the team member to find out:

• Does he enjoy serving on the team?

• Has he made new friends?

• Is the team what he expected it to be?

• Did 401 training fully prepare him to serve?

2. Lay out clear expectations for serving on this team. Communicate the importance of body language — waves, smiles and facial expressions — in demonstrating love. Ask if he is able to serve at this level.

• If yes, remind him of the next opportunity to serve. Ask if you can continue to hold him accountable on these issues.

• If no, you may connect him to a small group, pastoral care, or possibly another team’s Connect Leader.

3. Provide clear next steps for growth.

THE “HE SAID – SHE SAID” SHENANIGANS How to Resolve Team Conflict

The Scenario

Molly has served on the Worship Guide team for six months. At first she was positive and engaging, but recently she has been snappy towards her teammates. She gets frustrated when team members do not “work at a highly productive rate” or when they “chatter on too much.” Recently there was a big blow-up. Molly kept berating Jeannette for “not being fast enough” or counting the stacks of Worship Guides properly. Molly’s comments were extremely inappropriate and made in front of the entire team. Jeannette is hurt and now threatens to leave the team if Molly is not immediately dismissed. Molly retaliates by threatening to leave the team if Jeannette is not corrected and dismissed.

The Questions

Do Jeannette and Molly have a history of negative interactions?

What are the actual issues at hand?

To what extent is Molly’s negative behavior impacting the team?


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The Thoughts

Leaders are responsible for creating an environment and process for growth. If there is a delay in handling this situation, the entire team will be impacted by the negativity and chaos. The leader will also lose credibility and influence.

The Solution

• Prepare your heart. Set aside time to pray for each person involved in the conflict.

• Meet soon. Waiting may deepen the wound or prolong the pain. Ask those directly involved if they are willing to meet together and be in prayer prior to the meeting.

• Meet face-to-face. Affirm the relationships. (Yours with them and theirs with each other)

• Keep it simple. Allow them to talk out their frustrations while you maintain a healthy environment and keep the conversation moving forward. Facilitate the conversation, using Matthew 18 as a guide.

• Get to the truth. Hear all sides of the story, sifting through emotions and personal opinions, discerning for the root issue(s). Do not rally emotions. Reveal Truth.

• Make observations, not accusations. Be firm and direct, affirming what you see and understand as the conversation progresses.

• Promote resolution and reconciliation. Encourage reconciliation. Resolving the conflict is not the end of the journey. Trust may have been broken and the relationship damaged. Lead them through any awkwardness or grief that follows conflict and resolution. Remind them that if they allow it, this relationship will be even stronger because of this situation.

• Lay solid ground rules for returning to the team. Give expectations for them as team members, including what will not be allowed (negative words and behavior). If they do not agree to this, then they cannot serve on your team and should be referred to a specific small group or pastoral counsel. If they do agree to the ground rules, provide another opportunity to serve but monitor them closely.

THE NON-RESPONSIVE TEAM MEMBER OF LATE Leading and Pastoring Unreliable Team Members

The Scenario

Amy, who is new to the concept of leadership, has been Team Leader for six months. She wants to clean up her roster and get the team serving with excellence. She e-mails the entire roster the serving schedule twice a week. She also sends two text message reminders to the entire roster on Saturday evenings.

When Rachel first joined the Greeter Team two years ago she served consistently and communicated openly with her leaders. But Rachel has not served in four months and never responds to Amy’s messages.

And then there’s Tyler, a dynamic Greeter that “lights up” a room. Greeter poster child, right? Well, Team Leader Amy would disagree since Tyler has yet to show up on time to a Huddle. Typically he breezes in just in time to grab a donut and his badge, flash a smile at the team, and say, “I got main entrance!”

The Questions

What are the main issues here?

Is it difficult for a leader to “inherit” a team that has served longer than they have?

How do you develop buy-in as a leader?

The Thoughts

All of Amy’s communication is electronic — through e-mails and texts. How would personal interactions change the situation with Rachel? And Amy’s avoidance of direct communication and accountability with Tyler actually prolongs his behavior and increases her frustration. A one-on-one conversation must take place.


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The Solution

• Pray first and invite God to be a part of the conversation.

• Share a positive comment about their value in Christ and acceptance in His Church.

• Open with specific questions about life, work, relationships, hobbies, and their ministry experiences. Do they enjoy this ministry? Is there an issue from another area of life that is affecting their serving? The goal is to get to know them personally.

• Follow the 80/20 rule: Listen 80% and talk 20% of the time.

• Respond to their responses in love.

• Take ownership of and apologize for any areas you can improve in. Take notes.

• State the specific issues at hand: lack of communication and commitment.

• Ask for their thoughts. Do they see the issue? Is this common thinking/ behavior for them?

• Ask how you can help them resolve, walk through, change from it.

• Follow our Dream Team policy:

Missing one scheduled opportunity to serve without notice: promptly and personally follow up to ensure they are doing ok. Then ask if they want to continue serving on the team.

• If they respond “yes,” remind them of their next opportunity to serve and let them know they are expected to be on time and ready.

• If they respond with “no,” you may direct them to another ministry or small group, depending on the circumstance.

Missing two consecutive scheduled opportunities to serve without notice: let them know they were missed and ask if there is anything preventing them from committing to the team.

• If there are no hindrances, then clearly communicate that we want them on the team, but they need to commit. Let them know their next scheduled opportunity to serve and that if they do not attend, we will be glad to help them find a small group, but we will have to remove them from our team roster.

• If they have hesitations for serving, guide them to a specific small group or pastoral care opportunity.

Missing three consecutive scheduled opportunities to serve without notice: remove them from the roster. Send an e-mail of encouragement and leave the door open if they ever need you.

• Brainstorm about next steps. End with a positive statement and prayer.

• Ask if you may continue to hold them accountable on these issues. (Realize: it’s always better if they give you permission to ask about the issues discussed.)

• Always offer a clear path to restoration. Jesus does!

THE “STYLISH” TEAM MEMBER Navigating Conversations About Inappropriate Attire.

The Scenario

Casey, a coffee connoisseur and cordiality queen, serves as the Team Leader for the Hospitality Team. She loves Jesus and people and is growing in confidence as a leader. Over the past several weeks she has noticed a gentleman on her team serving in jeans and t-shirts. She has also noticed a lady on her team consistently wearing questionable attire (short skirts and immodest shirts). Though Casey battles her own fears of being “too judgmental,” she brought these concerns to her Coach.

The Questions

Are these two issues the same? Why/why not?

Is inappropriate attire a potential distraction for our guests? Why/why not?

What are the major difficulties of having this type of conversation with team members?

The Thoughts

Each team’s training materials state: “Dress in a manner that would honor Christ. What we wear can sometimes speak louder than what we say. Be mindful to dress


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in a manner that would NOT DISTRACT others or cause them to stumble. The attire is business casual for Sunday morning, so do not wear shorts, halter tops/spaghetti straps, one-shoulder shirts, or short skirts. Nice jeans are suitable attire for evening services. (Nice jeans are suitable at some campuses. Your leaders will provide specifics.) Use discretion. If you think your attire is questionable, that it could potentially distract someone, then simply do not wear it.”

Which is more critical, a team member possibly getting offended in a moment of correction or guests being distracted and confused by the immodest attire of Christians?

The Solution

• Pray for the individual, asking the Lord for His eyes so that you see them as He does.

• Schedule a time and meet one-on-one.

• Open with prayer. Then start the conversation with an encouraging Word for them.

• Ask if they enjoy the ministry and if they have any feedback for you. Take notes.

• Begin with the issue of attire, using the training materials as a reference. Communicate WHY this issue is so important. They are Christ followers and representatives, Dream Team members and leaders. They are a tangible, visible display of God to the world and have a high calling.

• Ask if they know their worth in Christ. Talk through this, affirming their adoption as God’s own child. Whether the attire is too sloppy or too sexy, the root need is often the same — identity in Christ.

• Ask for their thoughts/concerns/questions.

• Clearly communicate the expectations of attire while serving.

• If they are willing to submit, PRAISE THE LORD and let them know how grateful you are for them. Ask them if you can continue to hold them accountable with this issue.

• If they are unwilling to submit, dig in a bit more. It is crucial that you take this pastoral opportunity to help them through any frustrations, problems or wounds which may be affecting them. If they simply need to take a break for a season, then leave an open door for them. If this conversation reveals a deeper issue, such as rebellion or pride, then you may need to offer a specific LIFE group and consider removing them from the team for a season.

• Always offer a clear path for restoration. Jesus does!

HEALTHY LEADERSHIP

Amazing one, you are a minister of the Gospel. You have “the amazing grace of the Master, Jesus Christ, the extravagant love of God, [and] the intimate friendship of the Holy Spirit.” (2 Corinthians 13:14, MSG) God lives within you and gives you the capacity for greatness in His Kingdom.

Ministry is designed to be an overflow of the love experienced through an active, intimate relationship with God. It is God-graced and should never be a heavy burden to bear. If we are exhausted in ministry then we are not doing what God has asked us to. Perhaps we ambitiously jumped ahead or anxiously piled on more than He intended. Maybe we lagged behind, stuck in the monotomy of sameness and didn’t move forward when He called.

Following Jesus allows for living and leading in unforced rhythms of grace (Matthew 11:28-30). Though filled with various opportunities and obstacles, life is quite rhythmic. For instance, we all experience the following:

• Exciting times of nearness when it seems God speaks constantly through His Word, creation, song, or people. In these times we pray with fervor and experience deep intimacy with Him.

• Challenging times of suffering when we feel blasted by the world’s relentless waves. In these times the enemy “sifts us like wheat” (Luke 22.31) and our faith is tested and ultimately strengthened.

• Confusing times of distance when we can’t see God’s hand or feel His heart. In these times His Word does not seem as applicable, our prayer as effective, or worship as intimate.

• Exhilarating times of adventure when we soar on the mountain tops with God, receiving vision, direction, and confirmation. In these times we experience more of God and His purpose for our lives.

These are natural rhythms rhythms of life and not absolute indicators of healthy or unhealthy leadership.


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HOW DO YOU KNOW WHEN YOU’RE UNHEALTHY?

Check the following statements which apply:

I am constantly overwhelmed by the demands of ministry.

I feel resentment when Church leaders ask me for help.

I often have dramatic reactions to challenges or difficulties with my team.

I always feel hurried and wish for one more hour in the day.

I am constantly “putting out fires” in life.

I have not communicated with my leaders in weeks.

I feel shame/guilt about how I’m leading in this season.

I struggle to fully engage in worship.

I have not attended a service in weeks.

I have little desire to pray, worship, or read the Bible.

I can’t remember the last time I clearly heard God speak to me.

I constantly try to please people.

I spend more time doing ministry than being with my family.

If you checked three or more statements it is possible that the ministry demands are too great for you right now. ASK: Have I placed too much pressure on myself? Have my leaders placed too much pressure on me? Do I need more training/clarity? Do I need to take a break?

Many Churches are not healthy because their leaders are not healthy. Why would leaders be unhealthy? Partly because they believe their entire lives are to be spent at the Church or doing ministry. They live with a twisted notion that they must always be serving, working, and striving to be approved. They live an all-consuming lifestyle of “Church work” and ultimately become exhausted, distanced from their families, and embittered with the Church or even God.

The roots may be numerous — offense, comparison, competition, religiosity, or fear. But that little “b-word” is almost always the fruit. BUSY.

“You know, I served all day at the Church yesterday. I’ve got small group tomorrow morning and then a meeting Wednesday afternoon to talk through this new ministry I’m starting. Super excited. Oh, silly me, you said you wanted to meet for coffee, Dianne? Let me look at my schedule … I may have some time free next month???”

Guess what? That neighbor, co-worker, or family member we’re too busy to meet for coffee … they’re lost. Either eternally lost or presently lost in life’s

circumstances. They are the very person God wants us to reach! But in striving to do all this work for God, we’re not working with God. Jesus tells us to live in “unforced rhythms of grace,” (Matthew 11) so why do we live in the forced tediousness of ministry performance and perfectionism? Know who else lived that way?

Pharisees. Jesus didn’t have any problem healing the sick, raising the dead, or giving sight to the blind. But He sure did have a tough time getting the religious crowd free from all the hustle and bustle of religiosity.

Friends, we are identified by Jesus Christ not the Boy Scout badges on our lapels, the number of small groups led, or the number of times we prayed this morning.

It is time for the Church to rise up and be the Church. Imagine if we just did life together as God’s family? Not micro-managing every 15 minutes of our day but breathing, interacting, living with margin. Not controling everything and everyone but releasing outcomes and opportunities to God. Not concerning ourselves with acceptance of man but being so in love with Jesus that only His audience and ovation matter. Yes, it’s time to stop playing church. It’s time to be the church.

HOW DO WE LIVE AND LEAD IN HEALTH?

Pray first. In whatever season of life, pray. Repent, receive forgiveness, and start afresh.

Talk with leadership. Have a meeting with your leader(s) and fully disclose your heart and health. Submit to God’s established spiritual authorities and allow them to pastor you.

Determine the “big rocks.” Establish your top priorities and place them on the schedule first. (time with God, family, work, the Church, etc.) Then add the smaller “pebbles and sand.” (hobbies, etc.)

Establish a healthy rhythm of life. Life was designed to be full and varied, so include a variety of activities such as reading the Word, riding a bike, being with friends, developing leaders, participating in a recreational small group, working, taking the kids for an ice cream cone, star gazing, etc.

Create and maintain margin. Avoid the temptation to fill every single minute of the week with a planned activity. Even if you write “margin” as a scheduled activity, leave open space on your calendar. Creating margin allows life to spontaneously blossom.

Set aside times of refreshing. Whether it be an extended vacation, experimenting with a new hobby, or enjoying your Sabbath, put excitement into your life. What makes life fun for you and gives you energy? Put it in your schedule!

Ask for accountability. We were not designed to do life alone and rebuilding healthy boundaries is not easily done solo. Ask a spiritual authority to walk through this season with you.

Let God do His work. It is the Holy Spirit’s role to save souls, not ours. It is our role to display the love of God. God stirs hearts toward salvation. We serve. Do your part and release the rest to God.


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Connect Leader Team Contact info

CONTACT LIST ENDNOTES

1. Hareas, John. “1992 Dream Team: By the Numbers.” NBA.com. Web. November 2013. www.nba.com/features/dream_team_numbers_070807.html

2. “The Original Dream Team.” NBA.com. Web. January 2013. www.nba.com/history/dreamT-moments.html

3. Cunliffe, Ann L. “Relational Leadership.” HumanRelations. Web. November 2013. http://hum.sagepub.com/content/64/11/1425.abstract

4. Komives, S, Lucas, N., and McMahon, T (1998). “Exploring Leadership for College Students Who Want to Make a Difference.” San Francisco: Jossey-Bass (68-72). www.uta.edu/leadership/-downloads/The-Relational-Model.pdf

5. Chin, Jimmy. “Why Coaching is Important.” The Success Secrets. August 2011. Web. December 2013. <http://heipai.blogspot.com/2011/08/why-coaching-is-important.html>

6. “Ken Blanchard’s Four Types of Employees.” ResumeBucket blog. July 2012. Web. February 2013. http://www.resumebucketblog.com/education/ken-blanchards-four-types-of-employee/

7. Lyness, D’Arcy, PhD. “What Makes a Good Coach?” TeensHealth.org. Web. February 2013. http://kidshealth.org/PageManager.jsp?dn=kidsHealth&lic=1&ps=207&article_set=41602&cat_id=20134

8. Cottrell, David. Monday Morning Motivation: Five Steps to Energize Your Team, Customers, and Profits. New York. Harper Collins Publishers. 2009. Book.

“The task of the leader is to get his people from where they are to where they have not been.” Henry A. Kissinger


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